The document discusses key aspects of project execution, including building deliverables, monitoring and controlling the project, performing time management, managing costs, and ensuring quality. It describes the project manager's role in overseeing these activities, such as tracking progress, addressing issues, updating documentation, and communicating with stakeholders, to help complete the project on time, on budget and according to specifications.
The document discusses baseline scheduling basics and the critical path method (CPM) of scheduling. It covers why schedules are important, different types of schedules and scheduling methodologies. The key aspects of developing a CPM schedule are outlined, including schedule components, logic, and ensuring the schedule is feasible and has buy-in from all parties. Common areas of conflict in scheduling and developing a schedule with the appropriate level of detail and ownership of float are also addressed.
Using The Earned Value Method To Calculate Project Delays In Terms Of TimeAhmed Elsayed
Ā
Using The Earned Value Method To Calculate Project Delays In Terms Of Time A simplified approach derived from āPractice Standard for Earned Value Managementā ISBN: 1-930699-42-5 Published by: Project Management Institute, Inc.
The document discusses a group assignment submitted by 7 students for their Quantity Surveying course. It addresses 4 questions related to final accounts and contract adjustments. Question 1 defines key elements adjusted in a final account, such as variations, remeasurement of provisional quantities, omission of provisional sums, profit/attendance adjustments. Question 2 discusses the contractual implications of omitting an entrance porch from the tender that was shown on drawings. It states this would need to be treated as a variation, with pricing based on fair market value or a cost-plus basis. Question 3 requires assessing a contractor's final account submission for a project. Question 4 asks to explain how different variations may be finalized and priced in a final account.
The document discusses price adjustment and escalation clauses that are commonly used in construction contracts in India. It provides the following key points:
- WPI (Wholesale Price Index) is used for goods, while CPI (Consumer Price Index) can be used for both goods and services.
- Price adjustment formulas use indices with suffixes - O for base index and I for current index.
- Components like cement, fuel (POL), and labor have separate adjustment formulas based on relevant price indices from sources like the Ministry of Commerce.
- Examples are provided for calculating price escalation for cement using consumption quantities and cost indices from different months.
- An overview of escalation clauses used by government
Making Project schedule using precedence Diagram Method (PDM) includes four types of dependencies or logical relationships. Many PMPĀ® aspirants find Finish to start (FS) relationship easy to understand and practice with but other three confuses them a bit.
This presentation describes all four at detail.
ā¢ Finish-to-start (FS)
ā¢ Finish-to-finish (FF)
ā¢ Start-to-start (SS)
ā¢ Start-to-finish (SF)
The document provides guidance on properly reviewing project schedules, including baseline schedules and schedule updates. It outlines a thorough review process involving: verifying schedule submittal completeness; reviewing schedule architecture, construction, and narrative; analyzing schedule sequencing and metrics; validating schedule data; and writing a report documenting any issues found. The goal is to confirm schedules are reasonable and attainable, understand the contractor's plan, and establish a baseline for monitoring progress.
This document proposes conducting claims analysis as part of regular schedule updates to minimize risks for contractors. It describes the typical schedule update process which risks overlooking delays and assigning full responsibility to the contractor. The proposed process includes identifying causal activities, driving issues, concurrent delays, and collaborating with subcontractors and owners to resolve delays. Benefits include issues being addressed promptly, better documentation, and fewer disputes and claims costs. Some risks are increased analysis costs and time needed during updates.
The document discusses baseline scheduling basics and the critical path method (CPM) of scheduling. It covers why schedules are important, different types of schedules and scheduling methodologies. The key aspects of developing a CPM schedule are outlined, including schedule components, logic, and ensuring the schedule is feasible and has buy-in from all parties. Common areas of conflict in scheduling and developing a schedule with the appropriate level of detail and ownership of float are also addressed.
Using The Earned Value Method To Calculate Project Delays In Terms Of TimeAhmed Elsayed
Ā
Using The Earned Value Method To Calculate Project Delays In Terms Of Time A simplified approach derived from āPractice Standard for Earned Value Managementā ISBN: 1-930699-42-5 Published by: Project Management Institute, Inc.
The document discusses a group assignment submitted by 7 students for their Quantity Surveying course. It addresses 4 questions related to final accounts and contract adjustments. Question 1 defines key elements adjusted in a final account, such as variations, remeasurement of provisional quantities, omission of provisional sums, profit/attendance adjustments. Question 2 discusses the contractual implications of omitting an entrance porch from the tender that was shown on drawings. It states this would need to be treated as a variation, with pricing based on fair market value or a cost-plus basis. Question 3 requires assessing a contractor's final account submission for a project. Question 4 asks to explain how different variations may be finalized and priced in a final account.
The document discusses price adjustment and escalation clauses that are commonly used in construction contracts in India. It provides the following key points:
- WPI (Wholesale Price Index) is used for goods, while CPI (Consumer Price Index) can be used for both goods and services.
- Price adjustment formulas use indices with suffixes - O for base index and I for current index.
- Components like cement, fuel (POL), and labor have separate adjustment formulas based on relevant price indices from sources like the Ministry of Commerce.
- Examples are provided for calculating price escalation for cement using consumption quantities and cost indices from different months.
- An overview of escalation clauses used by government
Making Project schedule using precedence Diagram Method (PDM) includes four types of dependencies or logical relationships. Many PMPĀ® aspirants find Finish to start (FS) relationship easy to understand and practice with but other three confuses them a bit.
This presentation describes all four at detail.
ā¢ Finish-to-start (FS)
ā¢ Finish-to-finish (FF)
ā¢ Start-to-start (SS)
ā¢ Start-to-finish (SF)
The document provides guidance on properly reviewing project schedules, including baseline schedules and schedule updates. It outlines a thorough review process involving: verifying schedule submittal completeness; reviewing schedule architecture, construction, and narrative; analyzing schedule sequencing and metrics; validating schedule data; and writing a report documenting any issues found. The goal is to confirm schedules are reasonable and attainable, understand the contractor's plan, and establish a baseline for monitoring progress.
This document proposes conducting claims analysis as part of regular schedule updates to minimize risks for contractors. It describes the typical schedule update process which risks overlooking delays and assigning full responsibility to the contractor. The proposed process includes identifying causal activities, driving issues, concurrent delays, and collaborating with subcontractors and owners to resolve delays. Benefits include issues being addressed promptly, better documentation, and fewer disputes and claims costs. Some risks are increased analysis costs and time needed during updates.
3. construction planning. construction project managementKabilan Kabi
Ā
This document discusses project time management for construction projects. It covers defining and sequencing activities, estimating activity durations and resources, developing a schedule, and schedule control. Key aspects include identifying specific schedule activities and their dependencies; estimating time, resources, and durations for each activity; analyzing the activity sequences and constraints to create a project schedule; and controlling changes to the schedule. The goal is to ensure timely completion of the project through effective planning, scheduling, tracking, and control of the time management processes.
The document is a report summarizing the essential elements that must be included when preparing the final account for a construction project. It discusses adjustments that need to be made for variation works, remeasurement of provisional quantities, omission of prime cost and provisional sums, additional expenses claims, and loss and expense claims. It also explains the significance of omitting an item, like an entrance arch and guardhouse, from the tender document. This omission would require treating it as a variation with an Architect's Instruction and could delay the project.
In this presentation we have done earlier a project for Phillip Morris (Pakistan) for the access control system and canteen management system. It is the project presentation for our subject Planning and Scheduling. i hope it is the best for the understanding Project planning and scheduling.
This document discusses date fields in Primavera P6 scheduling software. It begins by introducing P6 and some of the key differences between how it and P3 handle dates. Specifically, P6 stores dates down to the second rather than requiring whole day increments. It then categorizes P6's various date fields and provides examples. The document explains how P6 calculates dates, which is based on hours/time periods rather than fixed day increments. It discusses early/late dates and how P6 calculates and displays them differently than other software.
CONSTRUCTION PROJECT PLANING
WHAT IS CONSTRUCTION PLANNING
5 STEPS TO THE PERFECT CONSTRUCTION PLANNING PROCESS
PRE TENDER PLANNING
PRE CONTRACT PLANNING
ROLE OF CLIENT
ROLE OF CONTRACTOR
PROCESS OF DEVELOPMENT OF PLANS
PLANNING A PROJECT
INTRODUCTION TO SCHEDULING
WORK BREAKDOWN STRUCTURE
BAR CHARTS (GANTT CHARTS)
NETWORK TECHNIQUES
ACTIVITY-ON-ARROW NETWORK
DUMMY ACTIVITIES
DANGLING ACTIVITY
CYCLE IN NETWORK
PRECEDENCE NETWORKS
TIME ESTIMATES
MILESTONES IN PROJECT
TIME ANALYSIS
CRITICAL PATH, SLACK AND FLOAT
NETWORK ANALYSIS AND BAR CHART
WHAT IS NETWORK
PERT / CPM Techniques
TERMS USED IN A NETWORK
RULES OF NETWORK CONSTRUCTION
NETWORK SYMBOLS
This document provides an outline for a course on project scheduling and controls. The 3-day course will introduce key concepts in project scheduling including activity sequencing, developing project schedules, schedule updates and change control, and earned value management. Participants will learn to create effective project schedules, implement controls, evaluate metrics and prepare reports. The course aims to prepare attendees to sit for the PMI Scheduling Professional or AACE Project Scheduling Professional certifications. It will use exercises, workshops, and a case study to demonstrate scheduling skills across different project types.
The document discusses the purpose and process of conducting a preliminary feasibility study. A preliminary feasibility study aims to obtain an overview of a potential project and assess at a high level whether feasible solutions exist before committing significant resources. It should survey the market and identify key factors like substitute goods and services, production estimates, availability of production elements, project duration, approximate investment and operating costs, relevant policies and regulations. The preliminary feasibility study precedes the more detailed feasibility study and helps determine if a project is worth further investigation. A positive result from the preliminary feasibility study means it is worthwhile to proceed with the more in-depth analysis in the detailed feasibility study.
A review of the concept of extension of time for construction contracts, including why it is beneficial for employers to grant extensions. Includes a look at alternatives to extension, by way of acceleration of works.
This document provides an introduction to project management concepts. It outlines the course objectives which are to understand the role of project management and project managers in achieving project success. It also aims to comprehend project management concepts, tools, techniques and terminology according to PMI standards. The document discusses the need for project management, the project life cycle, and key roles like the project manager. It introduces core concepts like the triple constraints of time, cost and quality. Overall, the summary provides a high-level overview of fundamental project management principles covered in the introduction.
This document provides an overview and analysis of various procurement methods for construction projects, including traditional, design-build, management contracting, and public-private partnerships. It defines procurement as the process of acquiring or obtaining something, especially construction of a building. The key procurement methods are described and their advantages and disadvantages are analyzed in relation to factors like project duration, cost certainty, and control. The document concludes that there is no single best method and professional advice is needed to help clients choose the most appropriate option based on their project needs and constraints.
5th Qatar BIM User Day, BIM process implementation and management on Qatar me...BIM User Day
Ā
Author: Gunnar Godawa | HOCHTIEF ViCon Qatar
Content:
- Implementation and management strategy
- BIM process development and execution
- Case study: Qatar Rail Projects and Lusail City
About the Qatar BIM User Day:Qatar University, HOCHTIEF ViCon and Teesside University proudly take the initiative to facilitate modern and innovative methods in the Gulf construction industry. The focus is Building Information Modeling (BIM), and our aim is to establish a knowledge platform with government, research and industry experts. The User Day aims to help people to share knowledge, discuss new technologies, and identify new potentials for BIM.
Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of āphasesā, known as the project life cycle.
The document discusses construction project management. It provides background on the construction industry, noting that it is large, employs many workers, and often experiences cost overruns and delays. It then describes various challenges in construction including its bespoke nature, many stakeholders, and constraints of time, cost, and quality. The stages of construction projects and roles of various participants like architects, engineers, and contractors are outlined. Project planning, coordination, control, and other management functions are also summarized.
The document discusses various types of claims that can arise in construction contracts, including contractual claims, extra contractual claims, quantum merit claims, ex-gratia claims, and counter claims. It emphasizes the importance of properly preparing and presenting claims by outlining the burden of proof, establishing the legal basis, and providing supporting evidence and facts. Claims must be substantiated with documentation like correspondence, meeting records, site diaries, programs and payment records.
Construction Management in Developing Countries, Lecture 10, Project Evaluation and Auditing, types and differences between evaluation and auditing, challenges faced by professional auditors in project auditing in developing countries
On 23 May 2012, McLachlan Lister's Anamaria Popescu made a presentation on "Extensions of Time - Avoiding the Traps or Taking Advantage of Them" in conjunction with well-known Australian law firm Holding Redlich
The document discusses the roles and responsibilities of project managers and contract administrators in construction contract management and administration. It defines key terms like project, program, and operations. It outlines the main tasks involved in construction contract administration such as developing accurate bid documents, ensuring quality control, administering payments, and resolving disputes. It also discusses how project managers and contract administrators should work together to plan, schedule, procure, execute, track, and close out projects while meeting time, cost and quality objectives.
Planning and Scheduling Construction Projects, Part 1: The Planning ProcessAlberto Sanchez
Ā
The document provides guidance on developing and reviewing baseline construction schedules. It discusses common planning problems, the importance of the planning process before scheduling, and key elements to define the schedule basis including assumptions, exclusions, constraints, and more. It also covers estimating construction durations using productivity rates, developing resource loaded schedules, and factors that can impact the baseline schedule such as location, labor availability, and construction methods.
The document discusses the role of a project manager throughout the different stages of a project life cycle. It begins by defining what a project and project life cycle are. A project life cycle typically involves stages such as initiation, planning, implementation, and closure. The responsibilities of a project manager include planning, organizing, leading, and controlling the project. Planning involves defining scope, schedules, and procedures. Organizing establishes the project structure and team roles. Leading involves motivating the team and coordinating activities. Controlling keeps the project on track by measuring progress, evaluating deviations, and taking corrective actions. Throughout the project life cycle, the project manager is responsible for overseeing activities in each stage and ensuring the project objectives are met.
A project is a unique venture with a well-defined beginning and end that consists of interrelated tasks performed within a set time period and budget to meet specific objectives. Project management involves planning, controlling, and completing the project activities to deliver the project outputs while meeting its constraints of time, budget, and technical performance. Key decisions in project management include selecting which projects to implement, choosing a project manager and team, planning and designing the project, and managing resources and progress. A project progresses through conceptualization, planning, implementation, and termination stages over its finite lifecycle.
3. construction planning. construction project managementKabilan Kabi
Ā
This document discusses project time management for construction projects. It covers defining and sequencing activities, estimating activity durations and resources, developing a schedule, and schedule control. Key aspects include identifying specific schedule activities and their dependencies; estimating time, resources, and durations for each activity; analyzing the activity sequences and constraints to create a project schedule; and controlling changes to the schedule. The goal is to ensure timely completion of the project through effective planning, scheduling, tracking, and control of the time management processes.
The document is a report summarizing the essential elements that must be included when preparing the final account for a construction project. It discusses adjustments that need to be made for variation works, remeasurement of provisional quantities, omission of prime cost and provisional sums, additional expenses claims, and loss and expense claims. It also explains the significance of omitting an item, like an entrance arch and guardhouse, from the tender document. This omission would require treating it as a variation with an Architect's Instruction and could delay the project.
In this presentation we have done earlier a project for Phillip Morris (Pakistan) for the access control system and canteen management system. It is the project presentation for our subject Planning and Scheduling. i hope it is the best for the understanding Project planning and scheduling.
This document discusses date fields in Primavera P6 scheduling software. It begins by introducing P6 and some of the key differences between how it and P3 handle dates. Specifically, P6 stores dates down to the second rather than requiring whole day increments. It then categorizes P6's various date fields and provides examples. The document explains how P6 calculates dates, which is based on hours/time periods rather than fixed day increments. It discusses early/late dates and how P6 calculates and displays them differently than other software.
CONSTRUCTION PROJECT PLANING
WHAT IS CONSTRUCTION PLANNING
5 STEPS TO THE PERFECT CONSTRUCTION PLANNING PROCESS
PRE TENDER PLANNING
PRE CONTRACT PLANNING
ROLE OF CLIENT
ROLE OF CONTRACTOR
PROCESS OF DEVELOPMENT OF PLANS
PLANNING A PROJECT
INTRODUCTION TO SCHEDULING
WORK BREAKDOWN STRUCTURE
BAR CHARTS (GANTT CHARTS)
NETWORK TECHNIQUES
ACTIVITY-ON-ARROW NETWORK
DUMMY ACTIVITIES
DANGLING ACTIVITY
CYCLE IN NETWORK
PRECEDENCE NETWORKS
TIME ESTIMATES
MILESTONES IN PROJECT
TIME ANALYSIS
CRITICAL PATH, SLACK AND FLOAT
NETWORK ANALYSIS AND BAR CHART
WHAT IS NETWORK
PERT / CPM Techniques
TERMS USED IN A NETWORK
RULES OF NETWORK CONSTRUCTION
NETWORK SYMBOLS
This document provides an outline for a course on project scheduling and controls. The 3-day course will introduce key concepts in project scheduling including activity sequencing, developing project schedules, schedule updates and change control, and earned value management. Participants will learn to create effective project schedules, implement controls, evaluate metrics and prepare reports. The course aims to prepare attendees to sit for the PMI Scheduling Professional or AACE Project Scheduling Professional certifications. It will use exercises, workshops, and a case study to demonstrate scheduling skills across different project types.
The document discusses the purpose and process of conducting a preliminary feasibility study. A preliminary feasibility study aims to obtain an overview of a potential project and assess at a high level whether feasible solutions exist before committing significant resources. It should survey the market and identify key factors like substitute goods and services, production estimates, availability of production elements, project duration, approximate investment and operating costs, relevant policies and regulations. The preliminary feasibility study precedes the more detailed feasibility study and helps determine if a project is worth further investigation. A positive result from the preliminary feasibility study means it is worthwhile to proceed with the more in-depth analysis in the detailed feasibility study.
A review of the concept of extension of time for construction contracts, including why it is beneficial for employers to grant extensions. Includes a look at alternatives to extension, by way of acceleration of works.
This document provides an introduction to project management concepts. It outlines the course objectives which are to understand the role of project management and project managers in achieving project success. It also aims to comprehend project management concepts, tools, techniques and terminology according to PMI standards. The document discusses the need for project management, the project life cycle, and key roles like the project manager. It introduces core concepts like the triple constraints of time, cost and quality. Overall, the summary provides a high-level overview of fundamental project management principles covered in the introduction.
This document provides an overview and analysis of various procurement methods for construction projects, including traditional, design-build, management contracting, and public-private partnerships. It defines procurement as the process of acquiring or obtaining something, especially construction of a building. The key procurement methods are described and their advantages and disadvantages are analyzed in relation to factors like project duration, cost certainty, and control. The document concludes that there is no single best method and professional advice is needed to help clients choose the most appropriate option based on their project needs and constraints.
5th Qatar BIM User Day, BIM process implementation and management on Qatar me...BIM User Day
Ā
Author: Gunnar Godawa | HOCHTIEF ViCon Qatar
Content:
- Implementation and management strategy
- BIM process development and execution
- Case study: Qatar Rail Projects and Lusail City
About the Qatar BIM User Day:Qatar University, HOCHTIEF ViCon and Teesside University proudly take the initiative to facilitate modern and innovative methods in the Gulf construction industry. The focus is Building Information Modeling (BIM), and our aim is to establish a knowledge platform with government, research and industry experts. The User Day aims to help people to share knowledge, discuss new technologies, and identify new potentials for BIM.
Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of āphasesā, known as the project life cycle.
The document discusses construction project management. It provides background on the construction industry, noting that it is large, employs many workers, and often experiences cost overruns and delays. It then describes various challenges in construction including its bespoke nature, many stakeholders, and constraints of time, cost, and quality. The stages of construction projects and roles of various participants like architects, engineers, and contractors are outlined. Project planning, coordination, control, and other management functions are also summarized.
The document discusses various types of claims that can arise in construction contracts, including contractual claims, extra contractual claims, quantum merit claims, ex-gratia claims, and counter claims. It emphasizes the importance of properly preparing and presenting claims by outlining the burden of proof, establishing the legal basis, and providing supporting evidence and facts. Claims must be substantiated with documentation like correspondence, meeting records, site diaries, programs and payment records.
Construction Management in Developing Countries, Lecture 10, Project Evaluation and Auditing, types and differences between evaluation and auditing, challenges faced by professional auditors in project auditing in developing countries
On 23 May 2012, McLachlan Lister's Anamaria Popescu made a presentation on "Extensions of Time - Avoiding the Traps or Taking Advantage of Them" in conjunction with well-known Australian law firm Holding Redlich
The document discusses the roles and responsibilities of project managers and contract administrators in construction contract management and administration. It defines key terms like project, program, and operations. It outlines the main tasks involved in construction contract administration such as developing accurate bid documents, ensuring quality control, administering payments, and resolving disputes. It also discusses how project managers and contract administrators should work together to plan, schedule, procure, execute, track, and close out projects while meeting time, cost and quality objectives.
Planning and Scheduling Construction Projects, Part 1: The Planning ProcessAlberto Sanchez
Ā
The document provides guidance on developing and reviewing baseline construction schedules. It discusses common planning problems, the importance of the planning process before scheduling, and key elements to define the schedule basis including assumptions, exclusions, constraints, and more. It also covers estimating construction durations using productivity rates, developing resource loaded schedules, and factors that can impact the baseline schedule such as location, labor availability, and construction methods.
The document discusses the role of a project manager throughout the different stages of a project life cycle. It begins by defining what a project and project life cycle are. A project life cycle typically involves stages such as initiation, planning, implementation, and closure. The responsibilities of a project manager include planning, organizing, leading, and controlling the project. Planning involves defining scope, schedules, and procedures. Organizing establishes the project structure and team roles. Leading involves motivating the team and coordinating activities. Controlling keeps the project on track by measuring progress, evaluating deviations, and taking corrective actions. Throughout the project life cycle, the project manager is responsible for overseeing activities in each stage and ensuring the project objectives are met.
A project is a unique venture with a well-defined beginning and end that consists of interrelated tasks performed within a set time period and budget to meet specific objectives. Project management involves planning, controlling, and completing the project activities to deliver the project outputs while meeting its constraints of time, budget, and technical performance. Key decisions in project management include selecting which projects to implement, choosing a project manager and team, planning and designing the project, and managing resources and progress. A project progresses through conceptualization, planning, implementation, and termination stages over its finite lifecycle.
The document discusses the project life cycle which consists of four phases: initiation, planning, execution, and closure/evaluation.
The initiation phase involves defining the project scope, objectives, and resources. A business case and feasibility study are developed. In planning, detailed project, resource, financial, quality, risk, and acceptance plans are created.
Execution involves building deliverables while managing time, costs, quality, risks, issues, acceptance, and communications. Closure involves releasing deliverables, closing contracts, and communicating project end. An evaluation determines project success and lessons learned.
The document discusses the key requirements for successful project planning and management. It defines what a project is and emphasizes that project scope must be defined first to set limitations and parameters. It then outlines important factors for evaluating success such as meeting scope, schedule, budget, and ensuring satisfaction of the team and customers. Key elements of an effective project plan are also summarized, including defining the schedule using a work breakdown structure, accounting for necessary resources and quality controls, identifying stakeholders, setting milestones, and creating a communications plan.
These slides give a very basic introduction about project management. You will find here about the definition of project, Types , Project Life cycle etc.
Will be very helpful to the engineering students for the subject Project Management.
Project Scope Management typically refers to the extensive collection of processes that ensure the exact description and visualization of the ample scope of a project. The strategies of project scope planning and scope management allow the project managers to assign the recommended amount of work needed to complete a project effectively. It is concerned with the determination of what is included in the project and what is altered
The document discusses various techniques for monitoring and controlling projects, including developing a change control system, monitoring risks and implementing responses, creating progress reports, and using earned value analysis. It emphasizes the importance of collecting work performance data and creating reports to understand progress, budget, and quality. Key aspects of monitoring include tracking project work, risks, communications, and ensuring customer satisfaction through quality control and assurance activities.
The document discusses the project management life cycle which includes 5 process groups: initiating, planning, executing, monitoring and controlling, and closing. It also discusses the 10 knowledge areas that are core to project management according to PMI. The process groups involve defining a project, planning how to execute it, carrying out the work, tracking progress, and finally closing the project. The knowledge areas provide the technical skills needed for effective project management.
Project Management-Concept & Case Study.pptxamit229530
Ā
The document discusses project management, outlining key elements and steps. It describes that project management involves planning, organizing, securing, and managing resources to achieve goals on time and within budget. Some main components are defining objectives, creating detailed plans, managing resources, monitoring progress, mitigating risks, and ensuring successful closure. Common project management steps are initiation, planning, execution, monitoring/controlling, and closing. The document also provides details on communication, stakeholder management, risk management, quality management, and other principles of effective project management.
Project Monitoring and Evaluation is defined. Monitoring focuses on tracking project progress by collecting and analyzing data on activities, processes, and outputs. Evaluation assesses project accomplishments by examining results chains and causality to understand achievements. The document outlines key concepts in project management including phases of initiation, planning, execution, and closure. It also discusses the importance, purpose, functions, and methods of monitoring including indicators and the distinction between outputs and outcomes.
The document defines project management and the project life cycle. It discusses that a project has a definite beginning and end, is temporary in nature, and creates a unique product or service. The four phases of a project life cycle are initiation, planning, implementation, and closure. During planning, the scope, schedule, budget, resources, and risks are defined. Implementation involves executing the project plan and controlling the project. Closure includes finalizing deliverables, documentation, and conducting lessons learned.
The document discusses the typical phases of project management:
1) Project initiation which involves developing a business case and project charter.
2) Project planning which lays out the project roadmap including requirements, schedule, communication plan, and goals.
3) Project execution where the actual work is done and workflows are established to monitor progress.
4) Project monitoring and controlling which runs simultaneously with execution to ensure objectives and deliverables are met through quantitative tracking.
5) Project closing which includes terminating contracts, reflection meetings, and a final report.
Project management involves planning and managing projects to successfully complete goals and deliverables on time and budget. It includes five phases: project initiation to define goals, project planning to create a roadmap, project execution to do the work, project monitoring and controlling to ensure objectives are met, and project closing including reflection and final reporting. The purpose is to identify and manage risks, and clearly communicate across teams and stakeholders.
it includes 21 slides, having definition of project, project management, project management cycle.
it also explains all the phases of PMC.
it also includes characteristics, advantages and disadvantages of project management cycle.
Program or project management process report Danes Ganancial
Ā
The document discusses the key aspects of project and program management. It defines what a project and program are, and describes the differences between project and program management. The core elements of the project management process are outlined, including project formulation, review and approval, implementation, and monitoring and evaluation. Several project management tools and the typical roles and functions of a project manager are also summarized.
What is construction management & its Benefits?maria_singh
Ā
Construction Management is one of the basic things that is required to manage all the construction project from beginning till end. Check out some top benefits of construction management.
Project management is about planning, controlling, and making decisions about projects.
Projects have a definite beginning and end.
Project management uses tools and techniques to manage the project so that it meets the requirements, is completed on time, within budget and to the required quality.
With all projects, there will be the risk that something will not go according to plan.
Examples of risk include:
ā¢ delays in recruitment of suitable staff
ā¢ computer breakdowns
ā¢ major disruptions in community e.g funerals
ā¢ lack of cooperation from other key stakeholders
ā¢ weather, wet season, cyclones
ā¢ poorly designed model of service delivery
ā¢ inadequate funding.
This presentation provides an introduction to project management. It discusses the key elements of project management, including the five main phases of initiation, planning, execution, monitoring, and completion. It also outlines different types of project management such as waterfall, agile, and lean project management. Additionally, it discusses the roles and responsibilities of a project manager and some of the main challenges, tools, and knowledge areas involved in effective project management.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Ā
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.š¤Æ
We will dig deeper into:
1. How to capture video testimonials that convert from your audience š„
2. How to leverage your testimonials to boost your sales š²
3. How you can capture more CRM data to understand your audience better through video testimonials. š
Best practices for project execution and deliveryCLIVE MINCHIN
Ā
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
How MJ Global Leads the Packaging Industry.pdfMJ Global
Ā
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
Ā
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ā¹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isnāt just any project; itās a potential game changer for Indiaās chipmaking aspirations and a boon for investors seeking promisingĀ residential projects in dholera sir.
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This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
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Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Understanding User Needs and Satisfying ThemAggregage
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
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2. PROJECT
EXECUTION
Project Execution is the third phase of the project management lifecycle.
In this phase, the project plan is put into action, and the project team works
towards achieving the project objectives.
The project manager's role is to ensure that the project is executed
according to plan and that any changes to the plan are properly managed
it is crucial for the project manager to monitor and control the project's
progress, ensuring that it remains on track and within budget while meeting
the quality standards set out in the plan.
The project manager is also responsible for managing risks, changes,
issues, and communication with stakeholders to ensure the project's
success.
Here are the key activities involved in the Project Execution phase:
3. BUILDING
DELIVERABLES
The project manager should also establish clear expectations and deadlines
for team members and provide regular feedback on their work.
The project manager needs to ensure that team members have the
resources and support they need to complete their tasks, such as tools,
equipment, and training.
To build deliverables effectively, the project team needs to be coordinated
and managed by the project manager.
The deliverables should meet the quality standards and requirements
specified in the project plan.
During the project execution phase, one of the key activities is to build
deliverables. Building deliverables involves creating the product, service, or
result that the project was initiated to achieve.
4. The building of deliverables should be tracked using project management tools
such as Gantt charts, progress reports, and performance metrics.
This allows the project manager to monitor the progress of each task and
identify any potential issues or delays early on.
The project manager should encourage open communication and collaboration
among team members to ensure that they work together effectively and
complete their tasks on time.
Overall, building deliverables is a critical activity during the project execution
phase as it represents the tangible output of the project.
The project manager should ensure that the deliverables meet the quality
standards and are completed on time and within budget.
5. Monitor and
Control
The main activities involved in this phase are:
During this phase, the project manager and team
members monitor the project's progress, identify
variances or deviations from the project plan, and take
corrective actions to bring the project back on track.
The "Monitor and Control" phase is a crucial part of
project execution.
6. Activities of monitoring and control during
project execution
1. Monitor project
progress:
The project manager
tracks the project's
progress against the
project plan and
identifies any deviations
or risks that might
impact the project's
success.
2. Evaluate project
performance:
The project manager
evaluates the project's
performance in terms
of time, cost, scope,
quality, and
stakeholder
satisfaction.
3. Take corrective
actions:
Based on the project
performance evaluation,
the project manager
takes corrective actions
to address any deviations
or risks identified during
the monitoring process.
This might involve
revising the project plan,
adjusting resource
allocation, or redefining
project goals.
7. 4. Update project
documentation:
The project manager updates
the project documentation to
reflect any changes made during
the "Monitor and Control" phase.
This includes revising the project
plan, risk management plan,
and other relevant documents.
5. Communicate with
stakeholders:
The project manager
communicates project progress,
issues, and risks with
stakeholders to ensure that
everyone is informed about the
project's status.
6. Report project
status:
The project manager prepares
project status reports and
presents them to stakeholders,
including the project sponsor,
steering committee, and other
relevant parties.
8. Perform Time Management
Project Time Management is a
crucial aspect of project
management that involves
planning, scheduling,
monitoring, and controlling the
time required to complete a
project successfully.
In the Project Execution Phase,
project managers need to
implement the Time
Management plan to ensure
that the project is completed
on time, within budget, and
meeting the expected quality
standards.
9. The key processes and techniques involved in
Time Management in Project Execution
Phase.
1. Define Project Activities
The first step in Project Time Management is to define
project activities.
This involves breaking down the project deliverables into
smaller, manageable tasks that can be scheduled and
assigned to team members.
The project manager should work with the project team to
identify all the tasks required to complete the project and
ensure that they are included in the project schedule.
10. 2. Develop Project
Schedule
Once the project activities
have been identified, the
next step is to develop the
project schedule.
The project schedule is a
timeline that outlines
when each task will be
completed and how long it
will take.
It also includes any
dependencies between
tasks, which means that
some tasks cannot be
started until others are
completed.
The project manager
should use project
management software to
create the project schedule
and ensure that it is
realistic and achievable.
3. Assign Resources
In this step, the project
manager needs to assign
resources to each task in
the project schedule.
This includes determining
the number of team
members required to
complete each task, their
skill sets, and availability.
11. 4. Monitor and Control
Project Schedule
Once the project schedule has been
developed and resources have been
assigned, the project manager needs
to monitor and control the project
schedule.
This involves tracking the
progress of each task and
comparing it to the planned
schedule.
This could involve re-assigning
resources, adjusting the project
schedule, or making changes to
the project plan.
5. Use Project Management
Software
To manage the project
schedule effectively, project
management software can
be used.
12. Project cost management
is a crucial aspect of project management that involves planning,
estimating, budgeting, financing, funding, managing, and
controlling project costs.
It is essential to ensure that the project is executed within the
approved budget and that the project objectives are met.
Project cost management in the project execution phase has
following significant activities
13. a. Review the Project Budget:
ā¢The project manager should review the project budget and ensure that it
is accurate and up-to-date.
ā¢The budget should include all the expenses that are necessary to
complete the project successfully.
ā¢The project manager should also ensure that the budget is aligned with
the project plan and the project scope
b. Monitor Project Costs:
ā¢The project manager should monitor project costs throughout the
project execution phase to ensure that the project is within the approved
budget.
ā¢This involves tracking actual costs against the planned costs and
adjusting where necessary.
ā¢The project manager should also identify and address any cost overruns
or potential cost overruns as soon as they are identified
14. C. Update Cost Estimates:
During the project execution phase, the project manager should update the cost
estimates regularly to ensure that they remain accurate.
This involves reviewing the project plan and adjusting based on actual costs, changes
in scope, or other factors that may impact project costs.
It is also essential to communicate any changes in cost estimates to stakeholders.
D. Control Project Costs:
The project manager should implement strategies to control project costs during the
project execution phase.
This involves identifying and managing risks that could impact project costs,
implementing cost-saving measures where possible, and ensuring that project
resources are utilized efficiently.
15. E. Manage Vendor Contracts
ā If the project involves working with vendors, the project
manager should manage the vendor contracts carefully to
ensure that project costs are managed effectively.
ā This involves negotiating favorable terms and conditions,
monitoring vendor performance, and managing any
changes to the scope of work or contract terms.
F. Communicate with Stakeholders
ā Throughout the project execution phase, the project
manager should communicate regularly with stakeholders
to keep them informed about project costs.
ā This involves providing regular status updates, sharing
cost reports, and addressing any questions or concerns
that stakeholders may have about project costs.
16. Project quality management
Project quality management
is the process of ensuring
that a project meets its
intended objectives and that
its outcomes meet or exceed
the expectations of
stakeholders.
It is a critical aspect of
project management, and it
involves a range of activities
and processes to ensure that
project deliverables are of
high quality.
The project execution phase
is the stage in the project life
cycle where the project plan
is put into action, and the
project team works to
complete the project
objectives.
During this phase, it is
essential to maintain a focus
on project quality
management to ensure that
the project is completed
successfully.
The following are some of
the key activities involved in
project quality management
during the project execution
phase:
17. 1. Quality planning:
This involves identifying the
quality standards that will be
used to measure project
performance and determine
the quality objectives that
must be met.
This includes creating a
quality management plan,
which outlines how quality
will be monitored and
managed throughout the
project.
2. Quality assurance:
This involves ensuring that
the project is being executed
in accordance with the
quality management plan.
This includes conducting
audits and reviews to verify
that quality requirements are
being met and taking
corrective action when
necessary.
3. Quality control:
This involves monitoring the
project's progress to ensure
that the project deliverables
are meeting the quality
standards established in the
quality management plan.
This includes conducting
inspections and testing to
identify any defects or issues
that need to be addressed.
18. ā¢Changes to the project scope, timeline, or budget can
impact project quality.
ā¢It is therefore essential to manage changes carefully to
ensure that the project quality objectives are not
compromised.
4. Change management:
ā¢Project risks can impact project quality.
ā¢It is therefore essential to manage risks proactively to
mitigate their impact on project quality.
5. Risk management:
19. Effective project quality management during the project
execution phase:
1. Involve
stakeholders in
quality planning:
Stakeholders
should be
involved in the
development of
the quality
management
plan to ensure
that their
expectations are
being met.
2. Use
data to inform
decision-making:
Data should be
used to monitor
and measure
project quality,
and to make
informed
decisions about
corrective action.
3. Maintain
open
communication:
Open
communication
between project
team members,
stakeholders,
and sponsors is
essential to
identify and
address quality
issues promptly.
4. Use
quality metrics:
Use metrics to
measure project
quality and
identify areas for
improvement.
5. Conduct
Conduct regular
reviews:
Conduct regular
reviews of
project quality to
ensure that the
project is on
track and that
quality
objectives are
being met.
20. Perform
Change
Management
Change is inevitable in every project, regardless of
its nature or scope.
As a project manager, one of your primary
responsibilities is to manage change effectively to
ensure that your project is successful.
Change management is a structured process that
helps you identify, document, approve, and control
changes that affect the project's scope, schedule,
or budget.
The steps involved in performing change
management in project execution are:
21. Step 1: Identify Change Requests.
ā¢ The first step in change management is to
identify all change requests that affect the
project's scope, schedule, or budget.
ā¢ Change requests can come from a variety of
sources, including stakeholders, team
members, or external factors.
ā¢ As a project manager, it's your responsibility to
evaluate each change request to determine its
impact on the project's objectives and
constraints.
1
Step 2: Document Change Requests
ā¢Once you've identified a change request, the
next step is to document it in detail.
ā¢This documentation should include information
such as the reason for the change, the proposed
solution, the estimated impact on the project's
objectives, and any associated risks or issues.
ā¢By documenting each change request, you can
ensure that all stakeholders are aware of the
proposed changes and can make informed
decisions about whether to approve or reject
them.
2
22. Step 3: Review Change Requests
ā¢ After documenting each change
request, it's important to review them
with the project team and relevant
stakeholders.
ā¢ During this review, you should evaluate
the proposed changes against the
project's objectives and constraints to
determine if they align with the
project's goals.
Step 4: Approve or Reject Change
Requests
ā¢Based on the review, you should either
approve or reject each change request.
ā¢If you approve a change request, you
should update the project plan, schedule,
and budget accordingly.
ā¢If you reject a change request, you should
document the reasons for the rejection
and communicate them to the relevant
stakeholders.
23. 5. Implement Changes
ā¢ After approving a change request, the
next step is to implement the changes.
ā¢ This may involve updating the project
plan, schedule, or budget, as well as
communicating the changes to the
project team and relevant
stakeholders.
ā¢ It's important to ensure that all
changes are implemented in a timely
and effective manner to minimize any
potential impact on the project's
objectives and constraints.
6. Monitor Changes
ā¢ Once changes have been
implemented, it's important to monitor
their impact on the project's objectives
and constraints.
ā¢ This monitoring should be ongoing
throughout the project's lifecycle to
ensure that any changes are
sustainable and have not introduced
any new risks or issues.
ā¢ If any issues arise as a result of the
changes, it's important to take
corrective action as necessary.
24. Perform
Risk and
Issue
Management
By following the following steps, you can
implement an effective project risk management
plan that can help you identify, assess, and
mitigate potential risks to your project.
Implementing a project risk management plan
involves a series of steps that can help identify,
assess, and mitigate potential risks to your
project.
25. 1. Identify the
Risks
Identify all possible risks that
could affect your project by
brainstorming with your
team, stakeholders, or
industry experts.
Document these risks in a
risk register or spreadsheet.
Consider all aspects of the
project such as timelines,
budget, scope, quality,
resources, and
communication.
2. Assess the
Risks:
Once you have identified the
risks, assess the probability
of each risk occurring and its
potential impact on your
project.
Use a risk matrix to prioritize
the risks based on their
severity.
3. Plan for Risk
Mitigation
Develop a mitigation plan for
each risk.
This should include a detailed
description of how you will
address the risk, who will be
responsible for handling it,
and what resources you will
need to mitigate it.
Consider alternative solutions
to reduce the likelihood or
impact of each risk.
26. 4. Implement
the plan
ā¢ Once you have
developed the risk
mitigation plan,
implement it.
ā¢ Ensure that
everyone on the
team is aware of
the risks, their
impact, and the
mitigation plan.
5. Monitor
and Control
Risks
ā¢ Continuously monitor
the identified risks and
update the risk register
accordingly.
ā¢ Evaluate the
effectiveness of your
mitigation plan and
adjust it if necessary.
Communicate any
changes to your
stakeholders.
6. Respond to
Risks
ā¢If a risk does occur,
respond to it
according to your
mitigation plan.
ā¢Ensure that the
response is prompt
and effective.
7. Learn from
the Risks
ā¢ Finally, evaluate the
overall effectiveness of
your risk management
plan and identify any
areas for improvement.
ā¢ Use this information to
refine your risk
management
processes and improve
future projects.
27. ā Some steps to follow when implementing risk plan:
1. Assign Responsibilities:
ā Clearly define who will be responsible for implementing each
aspect of the risk mitigation plan.
ā This should include team members, stakeholders, and external
parties if necessary. Assign roles and responsibilities to ensure
that everyone understands their part in mitigating risks.
2. Communicate the Plan:
ā Once you have identified the risks and developed a mitigation
plan, communicate the plan to all stakeholders.
ā Ensure that everyone understands the risks, their impact, and
the mitigation plan.
ā Make sure that everyone is aware of the contingency plans and
alternative solutions in case the risk materializes.
28. 3. Monitor Progress:
ā Regularly monitor the progress of the risk mitigation plan.
ā Check that the team is taking the necessary steps to mitigate risks and that the
plan is working as intended.
ā Ensure that any changes to the plan are communicated to the team and
stakeholders.
4. Implement Contingency Plans:
ā If a risk materializes despite your mitigation efforts, implement your
contingency plans.
ā These plans should be documented in the risk register and should include the
steps to be taken if the risk occurs.
ā Ensure that the team is aware of the contingency plans and knows what to do if
the risk occurs.
5. Review and Adjust the Plan:
ā Regularly review the risk mitigation plan and adjust it as necessary.
ā This may involve adding new risks, updating the probability or impact of
existing risks, or modifying the mitigation strategies.
ā Ensure that any changes to the plan are communicated to the team and
stakeholders.
29. Performing issue management
ā Performing issue management is an important aspect of project management that
involves identifying, tracking, and resolving issues that arise during the project
lifecycle. Here are the key steps to perform issue management:
1. Identify Issues
ā Monitor the project closely to identify issues as they arise.
ā This can be done through regular meetings with the project team and
stakeholders, status reports, and by reviewing project documentation.
ā Be sure to document each issue as it is identified.
2. Evaluate Issues
ā Once an issue has been identified, evaluate its impact on the project.
ā Determine the severity of the issue and how it will affect the project's timeline,
budget, scope, and quality.
3. Develop an Action Plan
ā Develop an action plan to resolve the issue.
ā This should include a clear description of the issue, the steps that will be taken to
resolve it, who is responsible for resolving it, and a timeline for completion.
30. 4. Implement the Action Plan
ā Once the action plan has been developed, implement it.
ā Ensure that everyone involved is aware of the issue, the action plan, and their
responsibilities.
ā Monitor progress and adjust the plan as needed.
5. Monitor Progress
ā Regularly monitor progress to ensure that the issue is being resolved according to the
action plan.
ā This may involve holding regular meetings with the project team and stakeholders,
reviewing project documentation, and tracking progress against the action plan.
6. Resolve the Issue
ā Once the issue has been resolved, document the outcome and the steps taken to
resolve it.
ā This documentation can be used to identify similar issues in the future and to improve
the project management process.
7. Communicate the Outcome
ā Communicate the outcome of the issue to the project team and stakeholders.
ā This should include a description of the issue, the steps taken to resolve it, and the
impact on the project.
31. Performing procurement management
Performing procurement
management is an important
aspect of project execution that
involves acquiring goods and
services needed to complete the
project.
Here are the key steps to
perform procurement
management:
1. Plan Procurements
Develop a procurement
management plan that outlines
the procurement process,
procurement schedule, and
procurement budget.
This plan should also include the
selection criteria for vendors, the
procurement methods to be
used, and the roles and
responsibilities of the project
team members involved in
procurement.
2. Conduct Procurements:
Once the procurement plan is
developed, solicit bids or
proposals from vendors who
meet the selection criteria.
This can be done through a
formal request for proposal
(RFP) or a request for quotation
(RFQ). Evaluate the bids or
proposals using the selection
criteria and select the vendor
who best meets the project
needs.
32. 3. Administer
Procurements
Once the vendor is selected,
create a contract or purchase
order that clearly outlines the
terms and conditions of the
procurement.
This should include the scope
of work, project deliverables,
payment terms, and a
schedule for completion.
Monitor the vendor's
performance to ensure that
they are meeting the terms of
the contract.
4. Close Procurements
Once the procurement is
complete, verify that all goods
and services have been
received and that the vendor
has been paid according to the
terms of the contract.
Document the procurement
process and the results in the
project documentation.
This documentation can be
used to evaluate the
procurement process for future
projects.
5. Manage Procurement
Risks:
Identify and manage
procurement risks that may
affect the procurement
process.
This can include risks related
to vendor selection, contract
negotiations, or performance
issues.
Develop risk management
strategies and contingency
plans to minimize the impact
of procurement risks on the
project.
33. Performing acceptance management
Performing acceptance
management is an important
step in project execution that
involves obtaining formal
acceptance of the project
deliverables from
stakeholders.
Here are the key steps to
perform acceptance
management:
1. Define Acceptance
Criteria
The first step is to define the
acceptance criteria for the
project deliverables.
This should be done early in
the project lifecycle, and the
criteria should be agreed upon
with the stakeholders.
The acceptance criteria should
be specific, measurable,
achievable, relevant, and time-
bound (SMART).
2. Develop Acceptance
Plan
Develop an acceptance plan
that outlines the steps that will
be taken to obtain acceptance
of the deliverables.
The plan should include the
acceptance criteria, who will
be responsible for accepting
the deliverables, and the
process for obtaining
acceptance.
34. 3. Conduct
Acceptance
Testing:
Perform acceptance testing
to ensure that the project
deliverables meet the
acceptance criteria.
This may involve testing,
reviewing, and verifying that
the deliverables meet the
agreed-upon requirements.
Acceptance testing should
be conducted by the
stakeholders responsible for
accepting the deliverables.
4. Document
Acceptance
Document acceptance of the
project deliverables.
This should include a formal
sign-off by the stakeholders
responsible for accepting the
deliverables.
Ensure that the acceptance
documentation is stored in a
central location for future
reference.
5. Manage Change
Requests
During acceptance testing,
stakeholders may identify
changes or additional
requirements that were not
included in the original
scope.
These change requests
should be managed through
the project's change control
process.
Ensure that any changes to
the project deliverables are
documented, agreed upon,
and implemented with
stakeholder approval.
6. Closeout the
Project
Once acceptance has been
obtained for all project
deliverables, closeout the
project.
Ensure that all project
documentation is complete,
and that any final reports or
project deliverables have
been distributed to the
appropriate stakeholders.
35. Perform Communications Plan
Implementing the communication plan is a critical step in ensuring
effective communication throughout the project.
Here are the key steps to implement the communication plan:
ā¢1. Communicate the Plan
Communicate the communication plan to all stakeholders involved in the
project.
This may include project team members, sponsors, customers, suppliers,
and other stakeholders.
Ensure that everyone is aware of the communication channels, frequency,
and types of information to be communicated.
36. 2. Assign
Communication
Responsibilities
Assign communication
responsibilities to project
team members.
Identify who will be
responsible for
communicating with each
stakeholder and what
information needs to be
communicated.
3. Set
Communication
Expectations
Set communication
expectations with
stakeholders.
Clarify what they can
expect in terms of
communication frequency,
level of detail, and the
communication channels
that will be used.
4. Update
Stakeholders
Regularly
Update stakeholders
regularly according to the
communication plan.
This may involve sending
regular project updates,
communicating risks and
issues, and sharing project
milestones.
5. Monitor
Communication
Monitor communication to
ensure that stakeholders
are receiving the
necessary information.
Address any
communication
breakdowns or
misunderstandings that
arise.
6. Adjust the Plan
as Needed:
Adjust the communication
plan as needed based on
stakeholder feedback,
changes to the project, or
changes in stakeholder
needs.
This may involve changing
the frequency or type of
communication, or
adjusting the
communication channels.